Defining supply chains

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  • I feel honoured to have this opportunity to write a book about the fundamental of supply chain management for the Ltd and Ventus Publishing ApS. The chosen topic represents my attempt to respond to the growing demand for better understanding of supply chain management from managers, academics and graduate students alike.

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  • Essentials of supply chain management is written especially for two groups of readers. It is written for the senior executive who must decide what kind of supply chain their organization needs and how much to spend to get it. It is also written for the manager who is or soon will be responsible for building and operating some part of his/her company’s supply chain. The concepts and techniques presented here serve to create a common frame of reference that both senior executives and line managers can use when communicating with each other about supply chain management issues.

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  • Chapter 3 - Strategy and value: Competing through operations. After reading the material in this chapter, you should be able to: Describe the concepts of business-to-business (B2B) and business-to-consumer (B2C), define the concept of a supply chain, describe the value attributes common to B2B and B2C customers, describe the role of the strategies that form the strategy hierarchy, describe the role and importance of supply chain strategy,...

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  • Chapter 10 - Sourcing and supply management. After completing this chapter, students will be able to: Define supply management and its importance; understand how cost, risk and globalization impact supply management; analyze and make insourcing/outsourcing decisions; explain steps of strategic sourcing; describe types of suppler relationships; explain when to use various sourcing options; understand how to manage supplier relationships.

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  • Lecture Managing operations across the supply chain (2/e) – Chapter 13: Sales and operations planning. This chapter include objectives: Describe sales and operations planning, define contents of an aggregate plan, explain relevant aggregate plan costs, contrast aggregate planning strategies, develop alternative aggregate plan, explain differences in service and manufacturing aggregate planning.

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  • Supply Chain Management (SCM) has been widely researched in numerous application domains during the last decade. Despite the popularity of SCM research and applications, considerable confusion remains as to its meaning. There are several attempts made by researchers and practitioners to appropriately define SCM. Amidst fierce competition in all industries, SCM has gradually been embraced as a proven managerial approach to achieving sustainable profits and growth.

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  • Chapter 14 - Capacity: Matching productive resources to demand. In this chapter, students will be able to: Define capacity and distinguish it from capability, describe how capacity relates to value and profitability for B2C and B2B transactions, describe how demand that varies from design capacity influences profitability,...

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  • Chapter 15 - Constraint management: Simplifying complex systems. After reading the material in this chapter, you should be able to: Define a constraint; compare utilization and activation from a constraint management perspective; describe the global measures of throughput, inventory, and operating expense, and compare them to traditional global measures;...

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  • Chapter 3: Managing processes and capacity. The learning objectives for this chapter include: Understand the importance of processes and process thinking; define the various components of a process; distinguish between operational, tactical, and strategic capacity planning; estimate capacity and utilization; explain the impacts of bottlenecks, variance, and other factors on performance; describe process improvement methodologies.

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  • Chapter 7 - Managing inventories. This chapter include objectives: Define the different typvantages andes and roles of inventory, explain the financial impact of inventory, explain and compute measures of performance, calculate inventory policy parameters to minimize total acquisition cost, determine the cost of a company’s service level policy, explain the ad disadvantages of different inventory location strategies, describe practical techniques for inventory planning and management.

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  • Chapter 9 - Customer service management. Upon completion of this lesson, the successful participant will be able to: Describe how operations helps establish and meet commitments to customers, define elements and measurement of customer service, describe model of customer satisfaction, explain importance of commitment to customer success, describe technologies and relationships, describe customer segmentation.

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  • Leading Minds and Landmark Ideas In An Easily Accessible Format From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world. As technology and globalization have disrupted traditional operations along the supply chain, the relationship between suppliers, customers, and competitors has changed dramatically.

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  • The major aims of this project centred around building capacity in protected cropping systems, trialling these systems with tomatoes and cucumbers in Vietnam and introducing farmers and other supply chain partners to these systems. As such, the emphasis was never intended to be on improving supply chains, merely examining current vegetable supply chains and determining the major problems. This milestone was added to the project after the original design and in-fact was extracted from another CARD project and added into this project.

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  • Chapter 1 - Introduction to operations management. In this chapter you should be able to: Define the terms operations management and supply chain, identify similarities and differences between production and service operations, explain the importance of learning about operations management,...

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  • Learning objectives of this chapter include: List and describe the components of a typical supply chain, define the relationship between decision making and supply chain management, describe the four changes resulting from advances in IT that are driving supply chains, summarize the best practices for implementing a successful supply chain management system.

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  • Chapter 12 - B2B E-commerce: Supply chain management and collaborative commerce. The following will be discussed in this chapter: Volkswagen builds its B2B net marketplace, trends in B2B E-commerce, defining B2B commerce, the growth of B2B E-commerce, industry forecasts,...

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  • Chapter 12 - B2B E-commerce: Supply chain management and collaborative commerce. After reading this chapter, you will be able to: Define B2B commerce and understand its scope and history; understand the procurement process, the supply chain, and collaborative commerce; identify the main types of B2B e-commerce: Net marketplaces and private industrial networks;...

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  • Lecture Operations management - Chapter 4S: Reliability. After completing this unit, you should be able to: Define reliability, perform simple reliability computations, explain the term availability and perform simple calculations.

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  • Chapter 2 - Competitiveness, strategy, and productivity. In this chapter: List several ways that business organizations compete, name several reasons that business organizations fail, define the terms mission and strategy and explain why they are important,...

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  • Chapter 5 - Strategic capacity planning for products and services. In this chapter you should be able to: Name the three key questions in capacity planning, explain the importance of capacity planning, describe ways of defining and measuring capacity,...

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